Our approach
Evidence first. Commitment second.
Expanding into the United States is a series of decisions, each one more expensive to reverse than the last. Our approach makes sure each one is taken on evidence, with the risks in plain view.
The problem
Most expansion plans fail on assumptions no one tested.
Success at home does not transfer on its own. Between markets, almost everything that drives the economics changes: how customers decide, who you compete with, the price the market accepts, the margin left after U.S. costs and the time it takes to sell. The usual mistake is to open the company first and test the business later.
Demand at home means demand here.
Category data, import flows and interviews with U.S. buyers
Whether to enter, and which segment comes first
We can charge what we charge at home.
U.S. price points, channel margins and landed cost
Price tier, channel and margin targets
Our competitors here are the ones we know.
Local brands, substitutes and how buyers compare them
Positioning and the message you lead with
Setting up is the easy part.
Entity, tax, licensing, banking and hiring requirements, with partners
Budget, timeline and structure of the U.S. company
Our network will bring the first clients.
Channel access, sales cycle and cost to acquire a customer
Go-to-market plan and year-one targets
How we engage
Four phases, three decision gates. You can stop at any of them.
Each phase answers one question and produces something with value on its own. Nothing moves forward until the gate before it is passed.
- I
Diagnose
- Question
- Is the U.S. right for this company, now?
- Output
- Feasibility verdict
- G1
- II
Design
- Question
- What is the right way in?
- Output
- Entry blueprint and go-to-market plan
- G2
- III
Build
- Question
- Can we set it up properly?
- Output
- Company, partners, suppliers and launch
- G3
- IV
Run & scale
- Question
- Is it working, and what comes next?
- Output
- Operating rhythm and advisory
G1 Go, adapt, test further or waitG2 Investment approvedG3 Ready to launch
What we measure
Six tests every expansion has to pass.
We score each dimension on evidence, not opinion. The profile below is an example of a company that should adapt before it launches.
Launch threshold: 60Evidence score from 0 to 100
Reading the profile: demand and customer fit are strong, but price, margin and operations are not ready. In this example, the recommendation would be to adapt before launch.
Illustrative example. Real scores combine market evidence, company data and expert review.
View as table
| Dimension | Score | Status |
|---|---|---|
| Market attractiveness | 80 | Ready |
| Customer fit | 72 | Ready |
| Competitive room | 61 | Ready |
| Price and margin | 38 | Gap |
| Route to market | 64 | Ready |
| Operational readiness | 42 | Gap |
Our job is to test the decision, not to justify it.
Every assessment ends in one of four answers. Each one is a good outcome if it arrives before the money is spent.
Go
The evidence supports entry on the current plan.
Adapt
The opportunity is real, but the offer or the model needs changes first.
Test further
Key assumptions are still open, so we design the next tests.
Not now
The timing or the economics do not work yet. Better to know before you spend.
What you receive
Work you can act on.
Every phase closes with an executive review with your leadership, and each deliverable stays useful even if you stop there.
Decision brief
Findings, risks and a clear recommendation.
Financial model
Revenue, costs and investment in U.S. terms.
Entry blueprint
Location, model and an 18-month roadmap.
Go-to-market plan
Segments, channels, pricing and launch.
Launch plan
Company setup, partners, suppliers and go-live.
Operating dashboard
The indicators we review with you every month.
One senior lead
The same person from the first call to launch.
On the ground in New York
We are here when you are not.
A vetted partner network
Legal, tax, immigration and logistics specialists, coordinated by us.
Your language
We work in English, Portuguese and Spanish.